A year ago a friend of mine opened a cafe right across the street, serving basically all the same items to our own customer base, cutting our business in half. What can I do to regain the customers who are now splitting their time between us?
The restaurant industry is highly competitive, but knowing that doesn’t make your situation any easier. First let’s look at the upside. If you perceive that the local market is too small for two cafes, then your competitor should feel the same pinch—but hopefully from a much weaker footing.
There are a few things you have going for you that your competition does not:
- Cash Flow. As you know from your early days, restaurant start-up costs are formidable and trying to start a business while having sufficient cash flow to meet operating expenses is a challenge your competitor is no doubt having.
- Staying Power. Whenever a new restaurant opens people flock there to try it—the hot new thing. The true test of your long-term prognosis will be whether your competition is able to leverage that visit into regular guests.
- Loyalty. To be an owner-operator for ten years in this business is a significant accomplishment—congrats! In order to have made it a decade you must have great relationships with your purveyors, the university, the community, your employees and your regular guests.
In terms of advice, develop some promotions to reward loyal guests and focus on the key differences that provide you competitive advantage. Do what you can to promote the loyalty of your regulars, employees and suppliers to get you through this challenging time.
Jennifer Maeng, who owned the restaurant Seoul Station on one of the most restaurant-dense blocks in New York City, St. Mark’s Place, advises, “You can't prevent a competitor from selling similar items or stealing your customers. But what you can do is provide a reason for your customers to come to your business instead of your friend’s. For example, as it is a small university town, focus on promotions like student discounts or late night discounts. Stay in tune with how your friend is operating and see what she is doing to draw in business. Another option would be to openly discuss this situation. If you are sharing a customer base, she is not maximizing her business either.”
Some friend! More on handling competition here.
April 7, 2011
The Advice Guy is Jonathan Deutsch, Ph.D., associate professor of culinary arts at Kingsborough Community College, CUNY and public health at the CUNY Graduate Center. He is the author or editor of five books including Culinary Improvisation (Pearson, 2010).






So much for friendship
1. Loyalty program with small privileges;
2. Constant new menu item specials, keep the surprise list confidential otherwise your friend will steal them;
3. Tie in with a beeror liquor company and do a promotion;
4. Honour local heros night;
5. Know your customers by name and that means your staff to know; Give an unsolicited dessert at random;
6. Start a birthday anniversary club;
7. Sponsor the local spelling B at the high school.
There are thousands of ideas; it takes energy and dedication, get your staff involved (how many have moved across the street?)
Good luck and beat the SOB!
Thanks
It's Not About Competition
You have to develop meaningfully differentiated value in your guest experience. That means creating an experience that is unique, creates emotional attachment and which offers a level of value that cannot be found anywhere in your market.
If someone tries to copy your concept and you can't zig, then you zag. Create a totally different positioning for your business by innovating your experience. This doesn't mean utilizing lowest common denominator promotional schemes or coupons and discounts which don't work to do anything except destroy whatever value you have been able to build up through superior guest experiences.
As for cash flow, the goal is not to have sufficient cash flow to meet operating expenses but to have the necessary levels of cash flow to ensure success. That includes having the resources available to successfully market the business.
Also, the foundation for success is not whether you can react to copycats in your market but to having created a unique position in your market that makes it nearly impossible or too expensive to copy in the first place.
The fact that someone copied your concept across the street is just a symptom. The disease is that you allowed yourself to develop an easily replicable business in the first place.